Marner House

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last inspection we rated this key question good. At this inspection the rating has changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

The culture within the home was one where people were treated with genuine warmth, compassion and respect. Staff understood what mattered most to people and consistently demonstrated kindness in both their words and actions. Relationships between people, staff and relatives were based on trust, empathy and mutual respect.

People, relatives and professionals consistently described a home where kindness, dignity and respect were embedded within the culture. Feedback was overwhelmingly positive, with people telling us they felt genuinely valued, cared for and supported by staff who knew them well and were committed to helping them achieve the best possible outcomes.

Without exception, people spoke highly of the staff who supported them. They described living in a caring environment, where they were encouraged to pursue their goals, make choices and maintain their independence. One person told us, “I’ve been in other places that felt more like institutions. This feels like home. The staff are my family. One big family.” Another person said, “They (staff) want me to do well. They are willing me to make it home, that is my goal. They are a good kind bunch.”

Staff demonstrated a genuine commitment to helping people succeed and were invested in their wellbeing, aspirations and quality of life. During our inspection, we observed staff interacting with people in a warm, compassionate and respectful manner. Staff spoke about people and each other positively, embracing and respecting differences in abilities, personalities and backgrounds.
Relatives were equally complimentary about the care their loved ones received and told us staff showed exceptional compassion and understanding. One relative said, “It breaks my heart that [Name] will never recover enough to live independently. But if they were going to live anywhere else, I am glad it is there. The staff make it fun and comfortable, and just like home. I know they are loved.”

Another relative described how staff supported their loved one to visit their family home, for day visits and extended stays. They told us, “Staff think of everything to ensure the visit goes smoothly and we have the support we need. This is very important as it gives us the chance to live normally and make important memories whilst we can.” Staff recognised the importance of maintaining relationships and family connections. Another relative said, “They go the extra mile to accommodate visits and outings.”

The registered manager respected and promoted people’s privacy. Showing us around the home, the registered manager first checked with people whether they were happy for us to view personal areas. We observed other staff knocking on doors before entering rooms and seeking people's consent before discussing their care or entering personal spaces.

Healthcare professionals also recognised the caring culture within the home. One healthcare professional told us, “All interactions are respectful, kind and compassionate.”
Kindness, dignity and respect were not only promoted but consistently embedded in the day-to-day experiences of people living in the home. Staff demonstrated exceptional compassion and commitment, creating a homely environment where people felt valued, loved and supported to live meaningful lives.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People received care and support that reflected their individual needs, preferences and life experiences. People and their relatives consistently told us staff knew them well and took the time to understand what was important to them.

Staff encouraged people to live fulfilling lives in ways that were meaningful to them, recognising that although people may share similar diagnoses, their goals, interests and support needs were unique.

One person explained, “We (people) all have our own different needs even if we share the same reason we are here, because of a brain injury. The staff know what we need and help us… Others go out shopping or go for a meal. It’s all different but it’s about each one of us.”

Throughout the inspection people were observed making choices about how they spent their time and staff responded flexibly to those preferences. For example, 1 person was supported to attend an appointment, another chose to go out for a pub lunch with staff, and a third person decided they would like to prepare a mid-morning snack. Staff spent time with the person exploring options and supporting them to choose and prepare a snack of their choice. These interactions showed staff adapted their support to reflect the wishes and needs of each person to promote personal choice in day-to-day living.

The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were truly placed at the centre of their care and support. Staff worked in partnership with people to understand what mattered most to them, supporting them to identify personal aspirations and develop achievable goals that reflected their individual strengths, preferences and ambitions. Goals were broken down into realistic and manageable steps, enabling people to build confidence, develop skills and make meaningful progress towards greater independence.

Without exception, people spoke positively about the level of choice and control they experienced. They consistently told us they felt listened to, respected and empowered to make decisions about their lives. Many people had previously lived in other care settings and described a significant difference in the culture and approach at Marner House, explaining that they felt more independent and in control of their day-to-day lives.

People's comments reflected this ethos. One person told us, “I choose what I do. It’s up to me. The staff ask me or I tell them. Now I’m going to the shop and [staff member] is coming with me.” Another person said, “I like it here. It is much better than other places I have been. I can make my own decisions, when I go out, when I eat. The staff are there to support me.”

Records demonstrated exceptional outcomes for people moving towards greater independence. In several instances, people had progressed successfully from the home into more independent living arrangements. Although we were unable to gather direct feedback from these individuals as they had moved on, records and supporting evidence showed how staff had worked creatively and consistently with people to develop the skills, confidence and resilience required to achieve these significant life goals.

The provider had created a culture that actively promoted autonomy rather than dependency. There were no rigid mealtimes or standardised meal plans. Instead, people were encouraged and supported to decide what they wanted to eat, develop shopping lists, manage food budgets and prepare meals independently. Staff provided individualised support based on each person's needs, ensuring assistance was available while maximising opportunities for people to retain and develop their skills. Where people required additional support, staff worked alongside them using a range of approaches, including visual prompts and cues, enabling them to remain actively involved in planning and preparing meals.

Similarly, there was no prescribed activities timetable. People were empowered to decide how, when and where they spent their time, reflecting a genuine commitment to choice and control. During the inspection, we observed people engaging in a wide range of activities that reflected their personal interests and goals. This included relaxing in their own spaces, participating in therapeutic sessions, making music, playing games, attending appointments, shopping and enjoying meals in the community. Activities were purposeful and often linked to both therapeutic outcomes and personal lifestyle goals, supporting people to live fulfilled and meaningful lives.

Staff demonstrated a strong understanding of the importance of promoting independence and protecting people's existing skills. One staff member told us, “The small things might seem basic, but those skills are very important. It is vital we protect those skills people are able to do.” Another staff member described the home’s culture as, "With them, not for them,” demonstrating a shared commitment to enabling people rather than doing things on their behalf.

People were supported to take positive risks and exercise genuine choice. Where people chose to make decisions that others might view as unwise, staff respected their right to do so. At the same time, they ensured people had access to relevant information, education and support to understand potential risks and make informed decisions. This balanced approach promoted dignity, independence and self-determination while helping people to develop the skills needed for safer and more confident living.

The commitment to empowering people, promoting autonomy and achieving life-changing outcomes was embedded throughout the culture of the home. People were not only supported to make everyday choices but were enabled to develop the confidence and skills necessary to achieve greater independence and, where appropriate, move on to more independent living.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

People told us staff were available when they needed support and responded promptly to their requests. People felt reassured staff assistance was accessible when required and described staff as approachable, responsive and willing to help. Where people had established routines or preferred ways of doing things, staff worked to accommodate these preferences so that care was planned and delivered in a way people were comfortable with.

Throughout the inspection, we observed staff responding appropriately to people's changing needs and requests for support. Staff maintained awareness of where people were throughout the home and regularly checked on them. One member of staff explained, “At handover we are allocated to work with 2 service users, but we are there to respond to any of the service users if they need something.”

People living in the flats had access to call bells to request support when staff were not present. People were able to demonstrate how they would summon assistance and told us they felt assured staff would respond when needed. This promoted their independence whilst supporting their safety.
 

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

The management team had created a highly supportive culture where staff wellbeing, development and progression were prioritised. Staff told us they enjoyed coming to work and felt valued by both the registered manager and provider. They described having access to a wide range of learning opportunities which increased their knowledge, confidence and skills and provided opportunities for progression within the organisation. We heard multiple examples of how managers invested in staff, adapted working arrangements and actively supported staff to achieve their career aspirations. One staff member told us, “Our manager encourages you and you know if you want to climb the ladder, get a promotion, they will help you develop.” Another staff member said, “They (registered manager) is a brilliant role model, they get me involved, give me things to do. They show me and say to just ask if I'm unsure. They work with me.” Without exception staff described the registered manager as approachable, encouraging and committed to their professional development.

The registered manager spoke proudly about the staff team and said they felt fortunate to work alongside such an excellent group of staff. They explained, “We have a lot of empathy for the people we support, but that needs to carry on for each other too.” This value was embedded throughout the team and was reflected in the experiences shared by staff.

The registered manager demonstrated a proactive and compassionate approach to staff wellbeing. For example, when 1 member of staff experienced symptoms associated with the menopause, the registered manager arranged learning sessions for the wider team to increase awareness and understanding. Risk assessments were introduced and practical strategies implemented to support the staff member to remain safely and comfortably in work. This not only benefited the staff member directly but also increased the team's ability to support others who may face similar challenges in the future.

The registered manager actively listened to staff feedback and was willing to adapt working arrangements where this could benefit both staff and people living in the home. One staff member explained they had suggested changes to the rota to allow some colleagues to work longer shifts, increasing their days off and improving their work-life balance. The registered manager supported this request while ensuring people receiving support remained at the centre of decision-making. They explained, “It comes with conditions, staff still need to be able to support people in a way that puts them first. That's the priority.” Staff understood and appreciated this approach and told us the revised shift patterns had positively impacted both their work and personal lives.

We also saw examples where the management team created opportunities for career progression. One staff member described how the registered manager had worked closely with them to develop their skills and move into a new role within the organisation. They told us, “They are great at making you feel valued. It's very much down to the leadership and the culture.”
Managers consistently worked alongside staff, providing coaching, guidance and practical support. Staff told us their ideas were listened to and, where appropriate, implemented. This created a culture where staff felt empowered to contribute to service improvement and influence decisions affecting their work.

Information was shared through team meetings and other communication methods to support staff development and improve practice. Managers recognised staff learn in different ways and adapted their communication and learning approaches to ensure information was understood and accessible to everyone.
The provider had also invested in a range of wellbeing initiatives to support staff. These included access to free counselling, advice and support services which staff could self-refer to confidentially. Staff were recognised and rewarded for their commitment and achievements, with success stories celebrated and learning shared across the wider provider group. This helped staff feel valued and motivated.